The traditional supply chain and the supply chain management function are being morphed into an integrated value chain. This optimization makes up for a more efficient flow of supplies and products; and more importantly, an emphasis in customer and business value.
Over the past couple of decades, supply chain management has become a crucial concern for multinational firms. In our super-connected world, firms must maintain a handle on the way products, supplies and people are zipping around the planet. Companies that streamline the links between their suppliers, manufacturers, distributors and subsidiaries can realize a distinct advantage over rivals that have not yet caught on to the importance of high-functioning logistics and purchasing departments. Indeed, research has identified several aspects of supply chain management that can boost firms' bottom line.
As the sales and operations planning (S&OP) leader, there are a few principal responsibilities: setting priorities, planning and executing your supply chain strategies, driving incremental improvements while quickly adapting to changing market and customer requirements, and linking changes in demand to changes in supply while keeping in mind the financial results. But that's just within the average day-to-day activity – it is also expected that advance changes in thinking and execution will be developed to help solve S&OP limitations.
Once you have your lean journey underway, how do you sustain it? How do you build it into the bricks and mortar, and the DNA, of the organization? We no longer want lean to be its own thing; we want it integrated into the organization.
President Obama announced nearly $500m in public-private investment to strengthen American manufacturing by investing in cutting-edge technologies through a new, textiles-focused manufacturing institute competition led by the Department of Defense, and by sharpening the capabilities of small manufacturers through Manufacturing Extension Partnership competitions in 12 states. The White House, as detailed in a new report, is also launching a Supply Chain Innovation Initiative focused on building public-private partnerships to strengthen the small U.S. manufacturers that anchor the nation's supply chains.
Analyst insight: As the global competitive landscape evolves, businesses are looking to gain an edge by leveraging big data, using sophisticated analytics to uncover insights and help drive performance. One industry that is behind the curve is manufacturing – primarily automotive, mining, life sciences and consumer packaged goods. But that may be changing as a result of a rekindled focus on improving operational efficiency and the necessity for organizations to utilize their supply chains as a competitive advantage. – Amber Morgan, Senior Manager, Supply Chain Analytics Lead, EY
China Inc. might appear to be an improbable source of fresh management thinking. Its state-owned enterprises are, for the most part, regulated giants that are experimenting with Western management practices. China has yet to produce a world-class company like GE or Samsung, and outside the country most of its businesspeople are better known for amassing wealth than for innovative management ideas. Yet China offers more management lessons today than do most other countries.
For many companies, 2015 is looking rosy. The overall economy is finally accelerating out of the worst recession since the 1930s, helped in no small part by construction as the Construction Backlog Indicator (published by Associated Builders and Contractors) reached an all-time high in June.
While the majority of respondents (72 percent) feel culture is extremely important to organizational performance, only 32 percent say their company's culture aligns to a great extent with their business strategy, according to a survey by Korn Ferry, a leadership and talent consulting services.